Stefan Güldenberg

Lernbarrieren und die Verhinderung des Verlernens in Organisationen

Manchmal lohnt sich ein Blick zuruck in die Geschichte scheinbar erfolgreicher Unternehmensfuhrung: Ein volles Drittel der „Fortune 500“ -Unternehmen des Jahres 1970 war bis 1983 nicht mehr existent (vgl. De Geus, 1988, S. 70). Von 43 exzellenten Unternehmen des Management-Bestsellers In Search of Excellence (vgl. Peters; Waterman, 1981) verdienten 1986 nur noch 14 Unternehmen dieses Pradikat (vgl. Sattelberger, 1994).

Bridging Leadership and Learning in Knowledge-based Organizations

This chapter examines how leadership influences learning in knowledge-based organizations. The pertinent literature suggests that leadership has a major impact on the learning capabilities of a corporation and its members. Consequently, organizations are increasingly viewing leadership as a source of competitive advantage. This is particularly true of high-tech and knowledge-based organizations that act in a complex and dynamic environment. Although there is a lack of empirical evidence of how exactly leadership influences learning in organizations, this chapter takes a modest step to further reduce the existing gap by pointing out how learning in organizations demands specific leadership requirements and how these leadership requirements can be achieved. We will propose a ‘learning leadership model’ that goes beyond the traditional understanding of leadership and can be used as a starting point for a holistic approach to leadership in knowledge-based organizations.

The influence of intangible assets on external succession decisions in small and medium-sized enterprises

External company succession provides an alternative route into entrepreneurship. However, due to a strong focus on new ventures, this form of succession would appear to be less in the public eye. This article endeavours to contribute to changing this situation. In doing so, it explores the meaning of intangible assets in company succession from an external successor perspective. Despite the fact that intangibles are supposedly the key drivers of business performance, the connection between intangibles and external company succession in small and medium-sized enterprises (SMEs) has so far been neglected. Our research draws on a quantitative web survey of German trade associations and qualitative interviews with external SME successors. Our findings suggest that intangible assets have a notable influence on the decision of an external successor to take over a company. This research offers new insights into company succession, specifically with regard to the selection process for potential external successors.

Plattform Wissensmanagement — Geschichte, Erfolge und Lessons Learned

Worin besteht die Herausforderung der Wissensgesellschaft? Fur die Gesellschaft als Ganzes sowie ihre Organisationen und ihr Management wird diese Frage in letzter Zeit zunehmend thematisiert und diskutiert. Aber was bedeutet diese Frage fur Sie personlich? Welche Konsequenzen ziehen Sie daraus fur Ihr eigenes Denken und Handeln?